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Safety Climate in the Utility Industry: Perceptual Discrepancies Across Organizational Hierarchy
Yueng-Hsiang Huang1, Jin Lee, MacKenna Perry
1From the Oregon Health & Science University, Portland, OR (Y.H.H., T.T.); Kansas State University, Manhattan, KS (J.L.); Portland State University, Portland, OR (M.P.); and University of Georgia, Athens, GA (Y.H.).
Objectives:
This study aims to extend safety climate research by considering perceptions across the following three hierarchical levels within a workplace: (1) senior leaders/executives, (2) field leaders/supervisors, and (3) front-line employees.
Methods:
We conducted a quantitative survey study at a US utility company where we collected data related to safety climate perceptions and employee-reported safety behaviors across the different levels of organizational hierarchy.
Results:
The findings revealed the highest safety climate scores among senior leaders/executives, followed by field leaders/supervisors, and then employees, suggesting potential discrepancies between espoused and enacted safety values in the workplace.
Conclusions:
These results suggest that supervisors and top managers may have different mental models of workplace safety compared with employees. Consequently, assessing perceptions at different organizational levels provides a fuller picture of safety in the workplace.
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